Also bear in mind: results of software developers are not defined by hours spent coding.
> less focused on work gradually in time
This might happen. It's a leader's job to keep in touch with the team and watch out for morale.
> less focused on work gradually in time
This might happen. It's a leader's job to keep in touch with the team and watch out for morale.
I frankly would have limited insight if a skilled engineer reduced output by 30% in order to work a part-time job.
Ultimately, the challenge here is that managers and engineering leads just don't have a great ability to know how expensive a project should be, which is sort of bizarre given that for a lot of software the development costs are the primary costs!
So, as a leader, how do you know if someone is over or underperforming?
I gave a specific example where a manager can't "Keep in touch" because the work was gradually slowed each month, in a way that the manager can't see that time spent declined, he can only think that it's the employee's normal productivity